tag:blogger.com,1999:blog-17500930.post1479107138703561893..comments2024-03-20T22:57:03.923+00:00Comments on Dean Bubley's Disruptive Wireless: The rise of the Independent Analyst / Expert - The telecoms industry needs industry research diversityDean Bubleyhttp://www.blogger.com/profile/05719150957239368264noreply@blogger.comBlogger1125tag:blogger.com,1999:blog-17500930.post-86055440713127186022014-11-06T23:49:17.453+00:002014-11-06T23:49:17.453+00:00Absolutely right. Top decision makers need to hear...Absolutely right. Top decision makers need to hear truths that disturb groupthink and upset their worldview. The king needs a fool who whisper in his ears what no one else dares to say.<br /><br />This is the fundamental insight from the field of Competitive Intelligence and futurism. The founder of scenario planning, Peter Schwartz, worked for Shell in the 1970s and 1980s. They regularly involved the entire senior management in extensive scenario workshops. For example, when the oil crisis hit the market in 1973, Shell’s management had already worked through this scenario and they were mentally prepared. Shell’s intelligence team correctly predicted the fall of the Soviet Union in 1989-1990, CIA missed it. Peter Schwartz’s advice for a successful intelligence function is to avoid groupthink, identify “blind spots” in your worldview, listen to dissenting voices and look for early “weak signals” for future change.<br /><br />Unfortunately, this open mindedness is on its way out in the top corporate world today. When every possible information is available on the Net, the willingness to listen seems to be lower and lower. Here is an article about the decline of Strategic Intelligence: http://www.theatlantic.com/international/archive/2012/04/peak-intel-how-so-called-strategic-intelligence-actually-makes-us-dumber/255413/<br /><br />PS. Why not include Tomi Ahonen in the list?Jonas Lindhttp://www.mobileforesight.com/noreply@blogger.com